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16 results for “strategic pivots”
roll ups of very small silver tsunami type mom and pop businesses. We have some functional experts that lead or run HR and recruiting firms or have done operational either turnarounds or strategy repositionings both at a small level and some at the h
42:48 / 43:50
from transcript42:48 – 43:50
...to a larger strategic, or even a sponsor back business, even if it's not the ultimate outcome that we had all hoped for. In some of these situations that aren't going as well, how do you think about trying to work with and support the management team
41:16 / 42:25
from transcript41:16 – 42:25
...a realistic strategic plan for making that happen. And for my money, there's really two ways to think about that. One is an alpha oriented strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, a
17:19 / 18:27
from transcript17:19 – 18:27
era, when we had that huge spike of of buyouts of a trillion dollars of TEV in 2021, Things started to change in in 2022 pretty drastically. When did you first sense that there was a shift in this cycle and that we were gonna be moving into a new a n
1:31 / 2:33
from transcript1:31 – 2:33
We saw margin pressure, we saw decelerating growth, and we saw negative surprises. And that was just absolutely clear that something had changed. And of course, 2021 rolling into early twenty twenty two was this very unique era, massive margin expans
18:48 / 19:55
from transcript18:48 – 19:55
From our perspective, firms that have charted a new path for growth have actually focused on five areas, and you really need good answers to these questions to know which way to turn. Number one, how can we adopt new products and adjacencies to capit
3:22 / 4:47
from transcript3:22 – 4:47
...strategic planning cycle under which the company can execute a plan, and then it's gonna mean revert to the average equity return. There are other businesses. The best term I can come up with is they win by winning, which is the more they win, the mo
38:56 / 40:15
from transcript38:56 – 40:15
there are opportunities for firms prepared to make bold moves out there in the marketplace. Getting deals done today often requires being proactive, picking up the phone and actually going after something that you think may be for sale. Some catalyst
13:34 / 14:44
from transcript13:34 – 14:44
Getting that right and knowing it's there and having the confidence to bet on the come that the revenue at a certain margin structure will occur over a five year period if I do the following things, that's a different act than carving out a big indus
13:35 / 14:38
from transcript13:35 – 14:38
But longer term, they target regaining 30% level as the leverage returns to the business so they get back to growing. And then, obviously, the Salesforce investment flips from a headwind to a tailwind to margins. That swing is pretty meaningful betwe
32:57 / 34:09
from transcript32:57 – 34:09
So being proactive, being on your front foot, being flexible, searching for value, underwriting in a very disciplined way, these are the kinds of steps that successful investors are going to make as this market recovers and gets back to normative lev
14:18 / 15:08
from transcript14:18 – 15:08
Another axis would be style. We focus solely on North American lower middle market buyout. You have some managers focusing only on venture, some managers focusing only on credit, some managers that have a global footprint. Those are all differentiato
18:49 / 19:52
from transcript18:49 – 19:52
in a way that's going to leave me behind if I don't have the skills and the capabilities to evolve my existing product in a direction that's attractive? The second question is more of an offensive one. Should I be getting in on this too? Lots of new
3:00 / 4:02
from transcript3:00 – 4:02
...year strategic planning cycle under which the company can execute a plan, and then it's gonna mean revert to the average equity return. There are other businesses. The best term I can come up with is they win by winning, which is the more they win, t
39:37 / 40:49
from transcript39:37 – 40:49
They compete for talent, they compete for capital, and they compete for investment opportunities. And you need to be thoughtful about how to win in each one of those areas because losing in any one of the three, losing the talent war, losing the war
9:48 / 10:51
from transcript9:48 – 10:51
push back in writing to me. What are you talking about? Today on Dry Powder, I'll ask David what he saw that enabled Griffin to get ahead of the curve. He'll take us inside of the hard conversations and course corrections that have defined the past y
0:40 / 1:54
from transcript0:40 – 1:54
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